Mastering The Training Process for - Real Estate Champions€¦ · Mastering the Training Process for Buyers Agents5 Mass Training: Many businesses and academic institutions use mass

Mastering The Training Process for

BUYER’S AGENTS

Mastering the Training Process for Buyers Agents

© Real Estate Champions. All Rights Reserved

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The growth of teams in real estate sales is at the highest level in more than

20 years. The formulation, creation, and building of real estate teams has

its origins in the early 1990’s. There is now 20 years of history of success

and failure of team leaders working to expand and grow their business.

In working with more elite teams over the last 15 years than any other

coach or speaker in the real estate industry, I have found the level of

frustration in training, coaching, managing, leading, and monitoring

buyer’s agents is the #1 headache for team leaders. Most team leaders

have achieved a level of success, not because of leadership or training or

coaching process. It’s because they were effective at lead generation or

their personal sales skills where at such a high level that there were plenty

of leftover opportunities for others.


Mastering the Training Process for Buyers Agents 3

Their drive and desire for success was also much higher than their

competitors and colleagues. That desire led them to the top echelon

of the real estate sales profession. That higher level of thinking, action

and discipline also leads to a higher level of frustration when their team

members underperform, don’t have the desire or drive they know is

necessary to achieve not only the goals of the team but even the goals of an

individual buyer’s agent.

In a large real estate team, the buyer’s agents outnumber the other

members of the team. They also can account for up to 75 percent of

the team’s production. Because buyer’s agents are really one of the key

elements of a real estate team, the training program that you establish for

them is one of the most crucial pieces of your success puzzle.

Most lead agents have a

training program that

amounts to little more

than, “Here is your

desk; here is your

phone; go get ‘em.” The

other option that is

often used is to send

new agents to a multiday training program that is workshop-based. This is

a better option than the first one, but it falls far short of the constant,

ongoing training and coaching that really must take place to produce a



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successful buyer’s agent. These multiday brain dumps move the needle

very little. They are long on information and short on implementation.

It’s next to

impossible to

gauge the metrics

of return. The vast

majority of the

information flows

out one ear and is

left behind. Let’s be

real, how many

multiday events have you been to? How many times have you been

frustrated with your implementation levels when you returned to the daily

grind?

To improve performance on your buyer’s agents, you must arrange

your training and coaching in a spaced learning format. The evidence of

performance improvement with the spaced learning intellectual design

crushes the multiday format. In studying training, coaching, and adult learning

models for more than 15 years, the evidence is overwhelming in this area.

If you want to understand the difference, let me break it down for you in

two recognized definitions of performance improvement in the training

industry.



Mass Training:

Many businesses and academic institutions use mass training which

attempts to cram training into a few days or a few sessions. The ability to

assimilate, implement, and advance skills in mass training is ineffective.

The strategy for retention of knowledge or skill development is flawed in

mass training. It is completely ineffective if mastery is the objective.

Spaced Training:

This intellectual design of spaced training is the most effective way to

produce skills because it allows for repetition over time. The correct design

creates application, opportunities, practice situations and absorption

of techniques, strategies, systems, and skills. In the case of sales skill

development the testing, measuring, role playing and implementation

is explosive. This training methodology is used by the military, aviation,

athletics, and performance arts; all forms of recognized professional

development pursuits. If the need is expertise in execution and training, not

just knowledge, the spaced training model is the only pathway.



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Creating the right training system and methodology is essential for success.

That is true of all training, but especially true for Buyer’s Agents. I want

you also to be aware of a trend sweeping through training and coaching.

It’s especially prevalent in real estate coaching and training circles . It’s the

explosion of “experts” that have never been in the trenches or actually sold

real estate as a career. The vast majority of “experts” in real estate sales

today have never done it. They have never worked with one buyer or seller.

They have never handled a buyer lead personally to convert them to an

appointment. They have never done a buyer consultation ...ever!

In many other professions a coach or expert has always achieved a high level

of success in their field. Have you ever seen or heard of a NFL head coach

that didn’t at least play college level football? This whole “expert” without

experience is rampid in the real estate industry. The “coach” who has never

been there and done that is not credible in team training and coaching.

One of the big choke points in the team building or transition process

is leads and lead transition and conversion. If you turn over your leads

and lead generation systems to a buyer’s agent who is poorly prepared,

you won’t achieve many more sales than you already have now. What

you will achieve is higher levels of frustration, anxiety and overhead. The

frustration comes from knowing that the quality of leads you are producing

are being wasted. That your cost per transaction is going up, not down.

The gnawing feeling that you know that you personally, if given the chance,

could convert far more than is being done.



The anxiety that comes with the personal responsibility that any team

leader feels to provide financially for their team. The responsibility applies

to administrative staff as well as sales staff in buyer’s agents and listing

agents. In my career I have had more sleepless nights trying to figure out

ways to provide opportunity and income to my team members than concern

for income for myself. I believe that any elite level team leader would

express the same sentiments.

The overhead expansion because you will need to increase lead volume by

40 to 75 leads per sales team member you add to your team. The 40 to 75

leads seems like a wide margin but lead quality plays a roll in the number

of leads you will need to produce. The timing also must be factored in as

well. As a team leader you will need to embrace the overhead risk before

any return will be produced. That is true with lead generation, marketing

strategies, training or even coaching. It’s always first you put the wood

into the fireplace, then you will receive the heat out of it. To expect a new

buyer’s agent (or even someone who you feel is experienced) to take over

your leads and lead generation system, to not make changes in their skills,

scripts, strategy and to convert those leads with exponential success is

delusional. (When I use

the term lead generation

systems, I am referring

to anything that creates

leads for you; like

Internet leads, pay-

per-click campaigns,



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Craigslist ads, website leads, ad calls, text back or sign calls, Internet

inquiries, call capture systems, and open houses. It includes any strategy

you are currently using to make the phone ring, someone click or register,

or to get people to contact you or come to you.)

Your first step to creating a successful buyer’s agent is to express, show

and demonstrate the foundational sales ratios in your business. You

should have a benchmark of expected return from leads to contacts to

appointments to contracts and closing. For a truly elite team that should be

reflected for different types of leads you are creating. The base minimum

would be to categorize leads in online and offline or inbound versus

outbound. There are vast differences in conversation rates:

z A web lead who registers so they can use your IDX website.

z A text back, call capture lead who is in front of your listing.

z An inbound or text from a buyer who was reviewing your marketing, ads, or website.

z A pay-per-click lead to a stealth site.

z A third-party website lead from Zillow, Trulia, Realtor.com, or others.

The knowledge of conversion rates is where most teams lack clarity. They

know the conversion rates are low. The team leader is frustrated but most

could not tell you the exact conversion numbers.



Until I discovered the secret solution to this problem, I watched hundreds

of agents experience a temporary production drop each time they added

a buyer’s agent. The most dangerous drop in production comes when you

decide to bring on your first buyer’s agent. Because it’s the first buyer’s

agent you can ill afford a production drop.

The wasting of leads and opportunities is ramped in teams without the

right system, strategy, skills and scripts. The danger is when you hand

over Internet leads, call capture leads, text back, ad calls, sign calls, and

other lead generating sources to someone without proper training. You

are guaranteed to hit the production drop. There is a significant cost to

each lead that is created. Every lead costs money and time to create. To

think otherwise would be naive. What does each lead you create cost you in

dollars and time?



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If you were to evaluate the cost of leads, you would need to add up all the

expenses you incur to make the phone ring, Internet site to go ding, or pay-

per-click campaign to go cha-ching...all the marketing that you do in your

business; Internet, Craigslist, pay-per-click, radio, direct mail, and home

magazines, and any advertising, whether it’s institutional, brand building,

or specific property advertisements, in any medium you select. Take that

gross amount for your marketing expenses and lead generation expenses

and divide it by the number of leads you produced. You will now have what

it costs you to produce an individual lead. As you know, the ratio of leads to

closings is not one-to-one. You need to have a number of leads in order to

generate an appointment to make a presentation. The ratio of sales

presentations to converted clients is also not one-to-one. The ratio of

converted clients to closed deals is also not one-to-one. I think you are

probably getting the idea.



Let me show you how important this is to your business. We calculated one

of my team client’s cost per lead to be $111. We determined that number

by adding up the

costs of her

website, pay-per-

click campaigns,

Craigslist labor to

place the ads on

the site, radio

show, radio

endorsement

campaigns, ads,

direct mail, image

advertising (billboard), home magazine ads, all forms of marketing. We

then divided the total by the number of leads that were created by these

efforts. We then calculated her conversion ratio of leads to appointments,

appointments to buyer representation contracts, and buyer representation

contracts to closings. It took four leads to get an appointment and two

appointments to get a buyer representation contract. Her ratio of buyer

representation contracts to closings was almost one-to-one. Her overall

average for her personal production was eight leads to one closing. (That is

a respectable number or conversion rate for inbound sources to closings in

her factoring all sources of leads together.)



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However, the cost per lead of $111 times the 8 leads she needed to

achieve a closing meant that she was actually spending about $888 per

transaction. Her average commission check was $7,800 before she paid

her broker split, transaction costs, and time invested per transaction. That

meant that her revenue after lead costs was only $6,922. (We calculated

the other numbers, and she was still fine; she had a little over $1,500 in net

profit per transaction after all the other expenses were factored in.) These

were her individual numbers of leads she personally worked.

The problem arose when we looked at her buyer’s agents’ effectiveness.

When we calculated their conversion rates, they needed almost three times

as many leads as she did to create a transaction. They had a twenty-four-

to-one overall ratio, so she as investing 24 leads at $111 per lead, for a

total of $2,664 per transaction. Then, after subtracting the lead cost from

her gross average commission check of $7,800, she had only $5,136 to

split between herself, the buyer’s agents, and the broker. The broker split

was 10 percent so he received $780. That left $4,356 in net dollars to pay

the buyer’s agent from. She was on a 50/50 split with her buyer’s agents,

so they received $3,900 (50 percent of the $7,800 commission check). Now

she was left with only $456 before being compensated for her time, her

assistants, the operating costs of the business, and other such expenses.

She was losing money on every transaction her buyer’s agents did. The

difference between her sales skills and lead conversion skills and the

lower skills of her buyer’s agents created a situation in which where she

couldn’t make money.



She was caught in the death spiral of

her business. The margins were not

significant enough for her to be

able to expect any improvement

in her financial situation without

massive change. This situation

had been going on for years

before I got involved to coach her.

The sad part was, she didn’t even know it.

She knew something was wrong but had no idea

what it was nor how to put her finger on the problem.

She knew she was not getting ahead. She was frustrated

every day that the day ahead felt like she was diving into a pool filled with

cream of wheat where she had to swim laps in that pool. She didn’t know

how the cream of wheat got there nor how to climb out of it.

Many of you are feeling the pain of what I am saying to you. My words and

thoughts might be resonating with you right now. This challenge that she

was feeling and experiencing might right now be you. If it is I urge you to

not delay. There are solutions, strategies, and systems that can create

a win for you. It takes massive action. I am going to ask you to take one

step right now. Stop reading this and grab your phone and call my office

at 541-383-8833. Let’s talk so you can get this under control. This feeling

and problem is not new. There are literally thousands of team leaders who

experience these feelings and challenges. It’s time to drain the cream of

wheat! That is exactly what I did with Susan.



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Susan and I put the current training, monitoring, performance

measurement systems, lead follow up systems, strategies, scripts and skill

sets in place. It took work but everything has changed for her business.

The biggest challenge for most team leaders is in the sales training and

sales scripting arena. It’s the structure of the training system and strategy.

Let’s be honest, you aren’t in the training business. You haven’t studied

training, education, coaching, adult learning methodology and systems.

You haven’t studied the intellectual design of training and implementation

strategies and measuring systems to test, validate and standardize results.

You haven’t acquired the years of experience in sales strategy and sales

scripting to align with the new world of buyers and sellers of today! You are

a specialist in another area.

The specialization and skills you have led you to expand your business and

opportunities. For most it means they are back down at the base of the

learning curve against that sheer face to climb to implement all the



itemized areas of training, education, coaching, and performance

management I expressed earlier. My desire is not to discourage you but to

free your mind up to evaluate how much farther ahead you would be if you

focused on your areas of expertise, areas that you excel in, rather than

using the jack of all trades approach that many team leaders employ. Even

the right order of your training system and strategy can mean the

difference between success and failure. The content of the training could

be outstanding, but if the order, or what’s called the instructional design is

off, your results will be stunted.

The instructional design, in my view, relates to two areas. The first is the

specific strategy to create instructional or learning experiences. Which

makes the acquisition and application of knowledge and skill more effective

and efficient. The second is high quality instructional design revolves around

the importance or value of each step, tasks or series of skills in a job or

profession. In other words, what actions or skills carry the most value for

a salesperson? What actions, activities or skills need to be enhanced and

developed first so income can be increased? The actions of buyer’s agents,

as all salespeople, have a pathway from first point of contact with a prospect

that culminates at the closing table where commission is collected for the

sale that was executed 30, 60 or 90+ days ago.

It would be impossible for me to download to you in an e-book with all

I have learned in instructional design of raising human learning and

performance in the last 16 years since founding Real Estate Champions in

1998. I can deliver to you the ranking, strategy, or order of importance and



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value of how you should train your buyer’s agents. The order or value will

be different than what you think or are doing presently...guaranteed.

Train in the order of importance and value

Most team leaders make a significant mistake when they train a new

buyer’s agent. The error is compounded when it’s your first buyer’s agent

on the team. In many cases it is catastrophic to your business, cash flow

and production. We tend to train based on life of the process or life of the

transaction. Most leaders train their buyer’s agents in the order of the flow

of the business. What I mean flow of the business is this:

1. Initial lead call, text or email

2. Lead follow up calls, text, or emails

3. Buyer’s Agent Consultation

4. Selecting inventory to show

5. Showing property

6. Writing contracts

7. Negotiating contracts

8. Pending transaction follow up

9. Communicating with clients during pending process

10. Closing transaction and asking for referrals



The list above is an abbreviated list of major components. There are

numerous training and skills that need to be executed in between the list of

10 from above. If you don’t have a comprehensive list of what skills your

buyer’s agents need to master that would be a place to start. The correct

design to train in value or order of importance is reverse of the transaction

path...you want to train a new

buyer’s agent from the back of the

transaction to the front. A new

buyer’s agent for the team should

start with number 10, for example,

and work back to number 1. Most

team leaders train in the exact

opposite of the order in which

training should be done. Let that

sink in for a minutes. Put the book

down, pause and think....

There are two reasons why you should train agents from the back of the

transaction to the front with new buyer’s agents. The first reason is that

the time investment is greater at the rear of a transaction. Buyer’s agents

are there to leverage your time and produce more from leads you are

generating that are going to waste. If you are hiring your very first buyer’s

agent you want to get rid of the largest investment of your time first.

The bulk of an agent’s time, who is representing a buyer, is invested in

researching property to show; showing property; writing and negotiating a

contract; dealing with inspections, appraisals, repairs, and walk-throughs;

and attending closings. When you look at the difference in the amount of



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time invested by any agent representing a buyer, the back half of the work

done for a buyer client takes at least four or five times as long as the front

half of the job. That is a conservative number. It could be 20 times more!

A buyer’s agent could spend a couple of hours in research; 10 to 15 hours

in showing property; a couple of hours in writing and negotiating the

contract; a couple of hours in dealing with inspection, appraisal, and

repair; and another hour at least in walk-throughs and attending the

closing. In total, the buyer’s agent could easily invest 17 hours to complete

the back half of the transaction. Using the buyer’s agent to remove this

lower importance, more time consuming work right away will allow you to

keep control of the more important front half of the business, which

requires a smaller time investment. You are delegating the lowest-value

activities to the lowest-paid competent person. Please pause and reread

that last sentence again. To create efficiency we need all work in our

business to be done by the least paid competent person.



The birth of the showing agent model where you have someone show

property is valid as well. The showing of property is the most time

consuming part of the back half of a typical transaction. The only exception

to that role is in a very low inventory marketplace. When you encounter a

low inventory marketplace, the writing of multiple offers, crafting offer

presentation strategy and presenting multiple offers, if your client

continues to not secure a property is where the increased time and labor

costs are contained.

Let me be clear, this is business. The key to success in business is proper

deployment of resources targeted at large enough return targets. A new

buyer’s agent to your team, whether an experienced agent, or brand new

licensed agent, is not the proper resource to deploy to the front part of the

transaction (i.e. initial contact, lead follow up calls and buyer consultations)

until they have mastered other areas.



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When you have a new buyer’s agent, you should work to relinquish

control of these back-end areas right away. Retain control of lead follow

up, qualifying leads, categorizing the leads, booking buyer interview

appointments, and conducting buyer interviews. The mistake that most

agents make is either to turn over the whole process, including lead follow

up and lead conversion, to their new buyer’s agents or to turn it over from

the front to the back. That approach is wrong on two counts. The first is

that the buyer’s agent won’t be nearly as effective as you are at converting

a lead to a face-to-face buyer consultation. If she were as effective as you,

or another of your more skilled buyer’s agents. she probably would not be

working for you! You can train initial calls, lead follow up calls, and also

role playing can begin soon after the hire. Putting them on call or with

“live” leads will lead to much lower conversion rates. There is a high burn

rate for leads if you just drop 25, 50 or 100 leads on them and put them in a

lead rotation.

A high quality salesperson,

like you or another should

have a conversion rate of

about 15% - 25% on buyer

leads that are call in, call

capture, or text back type

leads. Yes, you read that

correctly...25%. We have a

number of teams we have

coached and trained up to



that level of contacts to appointments ratio. I have many teams at that

level. But a typical nonperforming or low-performing buyer’s agent will

convert fewer than 5 percent of those types. The stats are even worse on

Internet, pay-per-click, Craigslist and all online variety of leads. If you

generate 20 quality inbound buyer leads a month, that’s the difference

between five buyer interviews that you or an elite buyer’s agent would book

and one that your new buyer’s agent will book. With the advent of the new

online lead generation platforms the difference again can be larger

because of the hundreds of leads a month.

Let me speak specifically to those team agents with either their first

buyer’s agent just hired, about to be hired, or you are reloading from a

recent de-hire of a buyer’s agent. Let’s look at my basic 20 inbound call,

text, or call capture lead example from above. What is the time you would

invest to follow up on 20 leads, determining their motivation, booking an

appointment with 5 of them, and conducting 5 buyer interviews? Let me

suggest it’s not much compared to the time showing and servicing those

same 5 buyers going forward. You will convert more leads, invest less of

your time, raise the conversion ratio of leads, and sign more exclusive right

to represent contracts. What you are keeping control of, in the short run,

is the highly skilled sales functions of the initial contact, lead follow up,

booking the appointment, and conducting the appointment to secure the

relationship.



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If those don’t happen with excellence the rest of the transaction won’t

matter. Why I say the rest won’t matter is because there won’t be a

transaction. The lead wasn’t converted so the prospect won’t become a

client. It is like the James Stewart character in “It’s a Wonderful Life.”

It’s as if George Bailey had never been born. If the lead isn’t converted to

an appointment and the appointment to a client, it’s as if the lead never

existed. You can’t cash what you don’t have converted.

The choke point

is right there.

According to

NAR, 66% of

buyers bought

through the first

agent they met

with. Stop right

there and look at

that again! If

there is a commission check to be earned servicing this lead you created,

whoever meets the prospect first face-to-face will have a 66% chance of

getting paid. That is 2 in 3 times based on the odds. I don’t know about you

but I can make a lot of money with the odds of 66%. Sure it would be nice to

raise it even higher but I can make plenty of money, and so can you with 2

times in 3 opportunities. The barrier of sales, even in today’s technology

world, is getting a prospect face-to-face.



Once you have a client on an exclusive right to represent contract, if his

motivation is at a very high level, selling him a home is easy. The hard part

is really over. The risk of not earning a paycheck is also reduced once a

client signs an exclusive right to represent contract. Why waste leads and

opportunities when all you need to do as a new team leader hiring your

first buyer’s agent is to invest a couple of hours a week in lead follow up?

Is it worth a few hours a week to increase your income from 50 percent of

$1,500 to 50 percent of $15,000?

In building your team, how you go about training your buyer’s agent has a

definite impact on your cash flow. If you are turning leads over to your

unskilled buyer’s agents to blow, this has a detrimental effect on your cash

flow. As your buyer’s agents become more proficient, you can train them in

the sales functions that start the flow of sales. Then you can begin to turn

over the sales functions. All activities

up through the buyer interview are the

core sales functions. Every

opportunity and all income rests on

those. When they are ready to start

the training process in the core sales

functions, you will want to begin with

the buyer consultation. Your other

buyer’s agents or yourself should

retain the initial contact calls and lead

follow up calls. This again will insure

maximum conversion of the leads.



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They must watch you conduct a dozen, or perhaps two dozen, buyer

interviews in person. The most effective way to learn sales presentations is

to model others. If they can experience, observe, and participate in these

presentations, the learning curve can be flattened substantially. Another

option would be to video record a few buyer consultations. This strategy

can lead to consistency of delivery by your team members. It can save you

some time as well. There will be nothing to exclusively replace the “live”

observation of a buyer consultation. A new buyer’s agent will need to see

you or an elite buyer’s agent on the team in the conference room live. If

they watch some recorded versions it could reduce the need for “live”

observation by 50%.



Then, book the appointments from the leads and have the new buyer’s

agent conduct a couple of dozen interviews with you there critiquing their

performance. You are there to observe adherence to script, presentation

format, and length of time.

z Did they read the prospect’s verbal and non-verbal cues?

z Did they engage the prospect?

z What was the percentage of time that the new buyer’s agent spoke and the buyer prospect spoke?

z Where did they insert trial closes?

z Did they ask enough questions to build trust?

z Did they collect enough information on goals, expectations, and desires to serve the client well?

z Did they uncover the level of desire or motivation?

z Are they clear on service expectations?

z Did they secure commitment for exclusivity?

z Was the service exclusivity instrument a Buyer Agency Agreement, Loyalty Agreement, or just a handshake?

These are the key evaluations that as a team leader you will want to review

during an observation session of a buyer consultation.

Once your new buyer’s agent has mastered the buyer interview, you or

another elite agent or ISA, can book them appointments and know the



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outcome will be secured. Then you should work to train them in the

lead follow up procedures and techniques. Once they have that down

pat, let them do all the lead follow up after the initial call from you. The

lead follow up process is the choke point in this whole process. While

we are trying to attempt to secure appointments on the first call, text or

email with a prospect, many leads express they are in the “information

gathering stage”, they are “not ready for a real estate agent”, they “are just

looking.” It takes an extremely skilled salesperson to deal with these leads

effectively and convert them to an appointment. The “brush off” responses

are typical, especially for Internet leads no matter the source.

Being effective at lead follow up requires the right combination of calls,

texts, emails, and voice mail messages. Yes, voice mail messages can be

used as a selling tool in lead follow up. The objective is to raise awareness

to where your buyer’s agents are able to reach the prospect, where there is

a higher level of familiarity, connection or even obligation. The overuse of



voice mail is just as bad as underuse. Too many team leaders subscribe to

the brow beating philosophy of voice mail messages. If you leave too many

on consecutive days you will be guaranteed to be a stalker or pest in the

prospect’s mind. The key is to show persistence...without becoming a pest.

Here is an idea...you might want to express that plainly and clearly on one

of your messages. That you want to demonstrate your persistence without

becoming a pest.

Then start training your buyer’s agent on how to make the initial call to the

prospect and book an appointment on the first call. There are countless

mistakes made on the initial call attempt. The timing of the first attempt

relationship to when the lead registered, the initial approach script must

have value in the opening sequence or opening statement. In having listened

to hundreds of hours of role playing with buyer’s agents, the vast majority of

opening statements lack clarity, engagement, imagination, and value.

They are centered around the phrase, “I’m just checking back.” or “I

see you registered on XYZHomeBuyers.com.” The others are veiled and

manipulative phrases like, “And, how are you today?” It’s no wonder the

majority of buyer’s agents receive an “I’m just looking” response instantly

from a buyer prospect.

If your team doesn’t get past the initial reflex “no” of a prospect that the

salesperson only compounded by their opening statement quality, you will be

entrenched in low lead conversion ratios...forever! Your mandate as a team



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leader needs to construct the proper training and execute the proper order.

The training, skill development, and improvement of buyer’s agents is not a

one stop or one time process. If you think it is...think again! You must keep

training, testing, tracking and monitoring performance at each stage.

The goal is to

raise them to

the level of

performance

you have

attained in lead

conversion or

another of your

elite buyer’s

agents on your

team. I find, while many team leaders are very skillful in lead conversion,

they frequently need to brush up on the skill as well. The scripts and

strategies and skills that worked even 5 years ago require adjustment to

today’s online, stealth buyer. The scripts are significantly different than even

just 5 years ago.

You can’t turn over good leads and good opportunities right away to people

who will blow them. Your new buyer’s agents also will progress faster

if they are actually able to conduct business and work with high-quality

buyers. If the whole process is turned over to them at once, if they can’t

convert leads and make appointments, they won’t be showing property and



making sales. Turning over the back end first also helps you build your

value to them, so that they are not as likely to exit and go off on their own.

There is a vast opportunity of leverage and wealth in building a team of

buyer’s agents the correct way. The opportunity of more time off and more

income is there if you select the right people and train them to be highly

skilled salespeople. Because you are reading this e-Book, it’s clear you

have a desire and a need to increase the skill level of your buyer’s agents.

Rather than attempting to “go it alone” in that task, let me suggest you

check out our training and coaching program specifically designed for

buyer’s agents. Our results of success with our buyer’s agent clients is

unmatched in real estate sales. The Buyer’s Agent Team Coaching™ is a

game changing program for both your buyer’s agents as well as you as the

team leader.



30Want to learn more? Go here to watch a video and get a free consultation:

www.realestatechampions.com/BATC

Success will be yours!

Dirk Zeller, Founder, CEO and Author

You can reach us at: 877-732-4676www.realestatechampions.comwww.facebook.com/[email protected]

Books by Dirk Zeller CEO and Founder of Real Estate Champions:

Your First Year in Real Estate Success as a Real Estate Agent for Dummies®

Telephone Sales for Dummies®

The Champion Real Estate Agent The Champion Real Estate Team.Successful Time Management for Dummies®

Thriving in the Marketplace for Dummies®

Selling all in One for Dummies®

Effective Time Management for Dummies®

Running a Great Meeting in a Day for Dummies®

Documents

Mastering The Training Process for - Real Estate Champions€¦ · Mastering the Training Process for Buyers Agents5 Mass Training: Many businesses and academic institutions use mass